City of San Bernardino
201 North E Street
San Bernardino, CA 92401
http://www.sbcity.org
Minutes
FORTHE
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MONDAY, SEPTEMBER 12, 2023
5:30 PM
The Special Meeting of the Mayor and City Council of the City of San Bernardino was called to order at 5:35 pm by Mayor Helen Tran on Tuesday, September 12, 2023, at Feldheym Central Library, San Bernardino, CA.
CALL TO ORDER
Attendee Name Title Status Arrived
Theodore Sanchez Council Member, Ward 1 Present
Sandra Ibarra Council Member, Ward 2 Present
Juan Figueroa Mayor Pro-Tem, Ward 3 Present
Fred Shorett Council Member, Ward 4 Present
Ben Reynoso Council Member, Ward 5 Present
Kimberly Calvin Council Member, Ward 6 Present
Damon L Alexander Council Member, Ward 7 Present
Helen Tran Mayor Present
Charles E. McNeely Interim City Manager Present
Sonia Carvalho City Attorney Present
Genoveva Rocha City Clerk Present
Telicia Lopez Chief Deputy City Clerk Present
Mayor Helen Tran
Council Members
Theodore Sanchez
Sandra Ibarra
Juan Figueroa
Fred Shorett
Ben Reynoso
Kimberly Calvin
Damon L. Alexander
Special Meeting Minutes September 12, 2023
Mayor and City Council of the City of San Bernardino Page 2
INVOCATION AND PLEDGE OF ALLEGIANCE
Dr. Joshua Beckley led the invocation and Council Member Sandra Ibarra led the Pledge of Allegiance to the flag.
PUBLIC COMMENTS FOR ITEMS LISTED ON THE AGENDA
The following speakers expressed support for the Strategic Initiative Plan and urged Council approval, citing its potential to provide long-term vision, stability, economic growth, and community investment. They also highlighted the importance of downtown revitalization, public safety, support for local businesses, accountability, and community collaboration.
CONSENT CALENDAR
1. Agreement with Southern California Edison ( SCE) for Charge Ready Program. ( Wards 1 & 3)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California, authorizes the City Manager and staff to negotiate, finalize, and execute the draft SCE Charge Ready Charging Infrastructure and Rebate Participation Agreements, plans, amendments, and program required documents.
RESULT: APPROVED STAFF RECOMMENDATION [6-1]
MOVER: Fred Shorett, Council Member, Ward 4
SECONDER: Damon Alexander, Council Member, Ward 7
AYES: Sanchez, Ibarra, Shorett, Reynoso, Calvin, Alexander NOES: Juan Figueroa
DISCUSSION
2. Discussion of Debt Issuance Options for the City of San Bernardino Recommendation:
Receive and file a report on the options for debt issuance.
Special Meeting Minutes September 12, 2023
Mayor and City Council of the City of San Bernardino Page 3
3. Establish the Economic Development Advisory Ad Hoc Sub-Committee ( Wards 1 & 3)
Recommendation:
1. Adopt Resolution No. 2023-146 of the Mayor and City Council of the City of San Bernardino, California, establishing the Economic Development Advisory Ad Hoc Sub Committee.
2. Mayor to appoint three (3) Councilmembersto the sub-committee.
There was a motion by Mayor Pro-Tem Shorett to continue items No. 2 and No. 3 to the meeting of November 1, 2023.
RESULT: CONTINUED ITEMS NO. 2 AND NO. 3 TO THE MEETING OF NOVEMBER 1, 2023 [4-3]
MOVER: Fred Shorett, Council Member, Ward 4
SECONDER: Damon Alexander, Council Member, Ward 7
AYES: Sanchez, Ibarra, Figueroa, Shorett
NOES: Ben Reynoso, Kimberly Calvin, Damon Alexander
4. Strategic Initiatives ( All Wards)
Recommendation:
It is recommended that the Mayor and City Council of the City of San Bernardino, California:
1. Adopt ResolutionNo. 2023-144:
a. Approving and authorizing the Agency Director of Administrative Services to amend the City of San Bernardino’s FY 2023/24 Operating Budget totaling $ 5,705,188 with $ 3,435,188 in General Fund Strategic Reserve appropriations, $1,700,000 in General Fund Capital Contingency Reserve appropriations, and $ 570, 000 in Cultural Development Fund
appropriations and
b. Approvingthe creation of the EconomicDevelopmentDepartment and
c. Directing staff to prepare and bring back a revised City salary schedule to includeany new positionsthat are budgeted.
2. Approve the Proposed Strategic Initiatives for Future Years to be considered as part of the FY 2024/25 & FY 2025/26 Biennial Budget process and prioritize the StrategicInitiativesfor funding.
3. Direct staff to bring back Strategic Initiatives that require further Council review and approval.
A motion to take individual action on the Strategic Initiatives was made and approved.
The details of the Strategic Initiatives were provided in the staff recommendations within the staff report and the PowerPoint. To review and act on the Special Meeting Minutes September 12, 2023
Mayor and City Council of the City of San Bernardino Page 4 recommendations, the City Council reviewed slides 32 through 44 of the PowerPoint.
Staff were directed to bring back Resolution No. 2023-144 at a future meeting, due to the significant changes made. Staff will bring the resolution back at a future meeting.
RESULT: SEPARATE THE INITIATIVES INTO THE 13 SLIDES TO REVIEW AND TAKE ACTION ON THE STAFF RECOMMENDATION [5-2]
MOVER: Theodore Sanchez, Council Member, Ward 1
SECONDER: Fred Shorett, Council Member, Ward 4
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso
NOES: Kimberly Calvin, Damon Alexander
RESULT: APPROVED THE QUALITY OF LIFE MINI-LOADER, BIOHAZARD
AGREEMENT, WEED ABATEMENT AGREEMENT, HAZARD PAY
FOR TWO CREWS TO BEGIN IN FY 23/24 AND A CITY-WIDE
SECURITY CONTRACT. THE FUNDING SOURCE WILL BE THE
GENERAL FUND. [7-0]
MOVER: Damon Alexander, Council Member, Ward 7
SECONDER: Theodore Sanchez, Council Member, Ward 1
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso, Calvin, Alexander RESULT: APPROVED THE QUALITY-OF-LIFE POLICE DEPARTMENT
TEAM AND PARK RANGER PROGRAM FOR FY 23/24 AND
COMMITTED FUNDING TO HOMELESSNESS SERVICES AND
SUSTAINABILITY IN 26/27. APPROVED THE RECCOMENDATION
FOR ADDITIONAL RULES FOR RESTRICTION AROUND
SENSITIVE USES AND AN ORDINANCE PROHIBITING STORAGE
OF PERSONAL PROPERTY IN PUBLIC AREAS. [ 7-0]
MOVER: Ben Reynoso, Council Member, Ward 5
SECONDER: Kimberly Calvin, Council Member, Ward 6
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso, Calvin, Alexander RESULT: APPROVED THE ONE STOP SHOP DESIGN AND
CONSTRUCTION WITH THE ADDITION OF AN OMBUDSPERSON
AND A BILINGUAL SENIOR CUSTOMER SERVICE
REPRESENTATIVE. [ 7-0]
MOVER: Theodore Sanchez, Council Member, Ward 1
SECONDER: Ben Reynoso, Council Member, Ward 5
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso, Calvin, Alexander Special Meeting Minutes September 12, 2023
Mayor and City Council of the City of San Bernardino Page 5 RESULT: APPROVED INFRASTRUCTURE RECOMMENDATION FOR THE
CITY HALL SPACE STUDY, BRIDGE MANAGEMENT MASTER
PLAN, ADA MASTER PLAN PHASE 1 AND PRIORITIZING THE
ADA MASTER PLAN FUTURE PHASES, STORM DRAIN PLAN,
AND FACILITY BUILDING MANAGEMENT PLAN. [ 7-0]
MOVER: Kimberly Calvin, Council Member, Ward 6
SECONDER: Ben Reynoso, Council Member, Ward 5
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso, Calvin, Alexander RESULT: APPROVED CONTRACTS FOR FEDERAL AND STATE
ADVOCACY SERVICES AND A LEGISLATIVE &
GOVERNMENTAL AFFAIRS MANAGER. COUNCIL DIRECTED
STAFF TO IDENTIFY A LIST OF POTENTAIL PROJECTS FOR
THE UPCOMING STATE AND FEDERAL FUNDING CYCLES.
UPDATE THE LEGISLATIVE PLATFORM TO EXPAND THE
HOMELESSNESS PLATFORM AND INCLUDE ANIMAL
SERVICES. [7-0]
MOVER: Kimberly Calvin, Council Member, Ward 6
SECONDER: Ben Reynoso, Council Member, Ward 5
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso, Calvin, Alexander RESULT: APPROVED STAFF RECOMMENDATION TO ESTABLISH
OPERATION PLANS AND ROADMAPS THAT INCLUDE
COMMUNITY STAKEHOLDER PARTNERSHIPS TO IMPLEMENT
A NEW ECONOMIC DEVELOPMENT PLAN TO REVITALIZE THE
DOWNTOWN [ 7-0]
MOVER: Ben Reynoso, Council Member, Ward 5
SECONDER: Kimberly Calvin, Council Member, Ward 6
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso, Calvin, Alexander RESULT: APPROVED STAFFING IN ECONOMIC DEVELOPMENT
DEPARTMENT TO INCLUDE A DIRECTOR OF ECONOMIC
DEVELOPMENT, THREE ECONOMIC DEVELOPMENT
MANAGERS AND AN ADMINISTRATIVE ASSISTANT. [ 5-2]
MOVER: Kimberly Calvin, Council Member, Ward 6
SECONDER: Ben Reynoso, Council Member, Ward 5
AYES: Ibarra, Figueroa, Reynoso, Calvin, Alexander
NOES: Theodore Sanchez, Fred Shorett
Special Meeting Minutes September 12, 2023
Mayor and City Council of the City of San Bernardino Page 6 RESULT: APPROVED ADDITIONAL STAFFING IN ANIMAL SERVIES TO
INCLUDE A DEPUTY DIRECTOR OF ANIMAL SERVICES,
REGISTERED VETERINARY TECHNICIAN, AND A VETERINARY
ASSISTANT. [ 7-0]
MOVER: Ben Reynoso, Council Member, Ward 5
SECONDER: Kimberly Calvin, Council Member, Ward 6
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso, Calvin, Alexander RESULT: MOTION TO APPROVE THE ADDITION OF AN ASSISTANT CITY MANAGER IN THE CITY MANAGERS OFFICE FAILED [ 3-4]
MOVER: Damon Alexander, Council Member, Ward 7
SECONDER: Kimberly Calvin, Council Member, Ward 6
AYES: Reynoso, Calvin, Alexander
NOES: Theodore Sanchez, Sandra Ibarra, Juan Figueroa, Fred Shorett RESULT: APPROVED THE ADDITION OF ONE HOUSING DIVISION
MANAGER, ONE PRINCIPAL ACCOUNTANT, AND ONE
MANAGEMENT ANALYST II [ 7-0]
MOVER: Ben Reynoso, Council Member, Ward 5
SECONDER: Damon Alexander, Council Member, Ward 7
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso, Calvin, Alexander RESULT: APPROVED STAFFING OF DEPUTY DIRECTOR OF PARKS AND RECREATION [ 7-0]
MOVER: Damon Alexander, Council Member, Ward 7
SECONDER: Theodore Sanchez, Council Member, Ward 1
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso, Calvin, Alexander RESULT: APPROVED STAFFING RECLASSIFICATION OF THE CITY
PLANNER, AND ADDED A SENIOR PLANNER, ASSOCIATE
PLANNER, PLANNING AIDE, AND ADMINISTRATIVE ASSISTANT
TO THE PLANNING DIVISION [ 7-0]
MOVER: Ben Reynoso, Council Member, Ward 5
SECONDER: Kimberly Calvin, Council Member, Ward 6
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso, Calvin, Alexander Special Meeting Minutes September 12, 2023
Mayor and City Council of the City of San Bernardino Page 7 RESULT: APPROVED ADDITIONAL PUBLIC WORKS STAFF OF THREE
ENGINEERING PROJECT MANAGERS AND A LAND
DEVELOPMENT ENGINEER. APPROVED THE RETITLING OF
DEPARTMENTS AND AGENCY DIRECTORS [ 7-0]
MOVER: Damon Alexander, Council Member, Ward 7
SECONDER: Kimberly Calvin, Council Member, Ward 6
AYES: Sanchez, Ibarra, Figueroa, Shorett, Reynoso, Calvin, Alexander
ADJOURNMENT
The Special meeting of the Mayor and City Council was adjourned on Monday, September 12, 2023, at 10:05 p.m.
The next joint Special meeting - Workshop of the Mayor and City Council and the Mayor and City Council Acting as the Successor Agency to the Redevelopment Agency will be held on Wednesday, October 4, 2023, at the Feldheym Central Library located at 555 West 6th Street, San Bernardino, California 92401. Closed Session will begin at 5:30 p.m. Open Session will begin at 7:00 p.m.
By:___________________________
Telicia Lopez, CMC
Mayor and City Council
Strategic Initiatives
September 12, 2023
1 City Manager’s
Opening Remarks
Charles McNeely
2 Position
Control
Economic
Forecast
Bottom
Line:
Funding
Strategic
Initiatives
Overview
June 30
Workshop
Recap
Growth Over
Time & Staff
Structure
Market
Position
3 June 30 Workshop Recap
Agenda Topics
Quality of Life
Initiatives
Development
Services
One Stop
Shop Project
Infrastructure
Master Plan &
City Hall
Building
Legislative
Affairs
Program
Economic
Development
Bottom Line:
FiscalImpactOnFriday, June 30, 2023, the
Mayor and City Council held an
informational workshop where
no formal action was taken.
4 Economic
Forecast
Presented by: Barbara Whitehorn
5 Inflation, CPI and Employment
Inflation
Inflation slowing down
July Inflation: 3.2%
Slightly higher than June' s 2.97%
July 2022 inflation: 8.5%
Consumer Price Index ( matches inflation)
July 2023 year- over- year: 3.2%
Down from peak 9.1% in June 2022
Employment and Wage Growth
1.6 jobs for every 1 unemployed person
Hourly earnings increased 4.4% year- over- year
May hit 6% this year
The Fed has a
goal of 2.0%
inflation
6 Economics and Forecast
Sales Tax – State and Local
Growth is anticipated to slow in FY 2023/ 24
Statewide growth: 0.5%
City of San Bernardino growth: 4-5%
Main Drivers:
Slowdown in auto sales (- 3.3%)
Energy prices coming down (- 6.4%)
Property Tax
The City receives a portion of Property Tax in lieu
of VLF Fees annually ( 73. 2%)
21, 349, 222 in FY 2023
Growth is slowing,
but sales tax
receipts are still
increasing
The City has an
option to exercise
the reopener
clause this year.
7 Economics and Forecast
Property Tax
Property Tax is generally a stable revenue
Growth can be unpredictable
The number of home and other sales in
dropped 15% from calendar year 2021 to
2022
Residential home sales prices increased on
average 13.5% in calendar year 2022
Prices dropped in the first quarter of
calendar year 2023 by 6.6%
8 Economics and Forecast
The Bottom Line
Strong Labor Market
1.6 jobs for every 1 unemployed
person
Slowing Inflation
Continued Sales Tax Growth
Slow but Steady Property Tax Growth
9 Position Control
Presented by:
Genevieve Valdez & Suzie Soren
10 Recruitment & Retention
Position Control – Internal control of full- time positions 826 FTEs
119 Vacancies
Turnover Rate – Ability to retain employees
Healthy/ Average - 10%
San Bernardino - 17%
Vacancy Rate – Ability to recruit employees
Healthy/ Average - 6.8%
San Bernardino - 15%
The Bottom Line:
High turnover and high vacancy equates to reduced service delivery. 11 0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Turnover
Retention)
Vacancy
Recruitment)
Recruitment & Retention
12 San Bernardino
Industry Average
The Bottom Line:
Turnover and vacancy rates decrease efficiency, impair outcomes, and increase regulatory challenges.
Turnover & Vacancy Rates Comparison
Costs of Turnover & Vacancy
Costs of Turnover
Productivity loss from turnover is equal to approximately
1.5 - 2.0x of the employee’ s salary.
Costs of Vacancy
Recruitment and onboarding costs for new employees
averages 75% of the employee’ s salary.
The Bottom Line:
It takes 1-2 years for a new employee to reach 100% productivity.
Turnover and vacancy reduces service levels and contributes to higher costs. 13 Impacts of Turnover & Vacancy
Consequences
Reduced Workforce Capacity
Increased Workload
Reduced Productivity
Operations & Services Suffer
Lack of Strategic Workforce Planning
The Bottom Line:
Diminished services to the community and failure to meet strategic goals. 14 Growth Over Time
Staff Structure
Presented by:
William Lampi
15 What We Evaluated
8 Different Cities from 2015 to Current
o Population Growth
o Budgets
o Total Employees
o Organizational Structure
City- Wide
Department Level
Division Level
Growth Over Time
Colton
Corona
Fontana
Moreno Valley
Ontario
Pomona
Rancho Cucamonga
Riverside
16 Growth Over Time
17 The Bottom Line:
Growing cities have growing needs.
To meet the needs of its residents, the City needs to increase its capacity to deliver services.
Excludes Fire and Utilities
Population Growth vs City Employee Growth
8 City Average
San Bernardino
3%
10%
1%
19%
0%
5%
10%
15%
20%
Population FTE
48 31
34 37
20 25
30 35
40 45
50 2008 2013 2018 2024
Employees Per 10, 000 Residents
42 35
29 18
The Bottom Line:
The City has less employees per resident than historic levels.
The City cannot provide the same level of service to its residents than it did historically.
YEAR FTEs
2008 991
2010 879
2013 667
2015 763
2018 746
2020 651
2024 826
Full- Time Equivalent Positions Over Time
Excludes Fire and Utilities
FY FY FY FY
19 The Bottom Line:
The City has less maintenance workers, engineers, code officers, and planners than in 2008.
8.4 4.2
3.6 1.7
6.1 3.0
0.0 2.0
4.0 6.0
8.0 10. 0
Public Works Community & Economic Development
Employees Per 10, 000 Residents
2008
2015
2024
Accounts for changes in
department organization
and excludes utilities
Total FTEs
PW CED
174 87
77 37
136 68
Full- Time Equivalent Positions Over Time
FY
20 25
30 35
40 FY 2015 FY 2024
Impact of Turnover & Vacancy on Service Delivery
6 employees
per 10, 000
Excludes Fire and Utilities
20 12 employees
per 10, 000
Increased Service Gap
From Turnover & Vacancy
The Bottom Line:
High turnover and vacancy rates compromises service delivery. 8 City Average
San Bernardino
Employees Per 10, 000 Residents
Staff Structure – City Wide
8 City Average
Excludes Public Safety and Utilities
21 City Manager
Assistant City Managers
Directors & Deputy Directors
Division Managers
Administrative Supervisors
Maintenance & Facility Supervisors
Accountants & Analysts
Engineers & Planners
Project Managers & Specialists
Administrative Assistants & Technicians
Customer Service Representatives
Maintenance Workers & Operators
Executives
Management &
Supervisory
Professional &
Paraprofessional
Front Line &
Administrative Support
The Bottom Line:
A strong and robust employment structure allows for improved recruitment, retention, and service delivery.
Staff Structure – City Wide
San Bernardino
Executives
Management &
Supervisory
Professional &
Paraprofessional
Front Line &
Administrative Support
22 The Bottom Line:
Gaps in the City’s structure impairs strategic outcomes and causes regulatory compliance challenges.
Higher level employees work out of class to
fill professional & paraprofessional gaps.
Executives and managers are unable
to focus on developing and
implementing strategic outcomes.
Unfilled gaps create oversight
challenges for projects, programs,
and grants.
Excludes Public Safety and Utilities
Staff Structure – Division Level
Maintenance & Operations Planning Division
Executives
Management &
Supervisory
Professional &
Paraprofessional
Front Line &
Administrative Support
8 City Average
1%
9%
5%
85%
23 The Bottom Line:
Different departments and divisions have different staffing structure needs. 3%
7%
67%
23%
0 2 4 6 8 10 12
Staff Structure – Division Level
Planning Division
Fontana
8 City Average
San Bernardino
24 The Bottom Line:
Lack of front line & support staff requires planners to fill in coverage gaps at the front counter.
This results in slower turnaround times for plan reviews and higher workloads.
Professional
Staff
Front Line &
Support Staff
Parks & Recreation
0 1 2 3
Staff Structure – Department Level
25 8 City Average
San Bernardino
The Bottom Line:
Leadership is stretched between developing strategic outcomes and overseeing multiple responsibilities.
Executives
Director & Deputy Director)
Market Position
Presented by: Suzie Soren
26 Surveyed Cities
Colton • Pomona
Corona • Moreno Valley
Fontana • Rancho Cucamonga
Ontario • Riverside
Market Analysis
Why These Cities
Compensation Philosophy
Recruitment/ Retention
Employees leaving to these agencies
27 San Bernardino
Colton
Riverside
Moreno
Valley
Fontana
Rancho
Cucamonga
Ontario
Corona
Pomona
Market Analysis
Benefits
Health Insurance
CalPERS
Employer Paid Member Contribution
Supplemental Retirement
Leave Accruals
Work Schedule
28 Over the last 3 years there has been a 37% decrease in clicks views) and 45% decrease in applications received for job postings.
Application Statistics
1,878
1,307
1,192
2020 2021 2022
29 96
63 52
2020 2021 2022
Number of Clicks on City Jobs Openings Number of Applications per Job Posting The Bottom Line:
There is an intentional decision among job seekers not to apply to the City.
Fewer “ clicks” and applications reduces the pool of high- quality applicants.
Market Comparison
In San Bernardino, it is perceived that employees experience:
Lower Wages
No Vacation Leave Available in First Year
Lower Vacation Accruals
Lower Leave Accrual Caps
Higher Employee Contributions to CalPERS
Higher Cost of Benefits
Working in a city with a negative reputation
Higher workloads and burnout
Instability
The Bottom Line:
Harder to Recruit and Harder to Retain Employees.
Results in Diminished Services to the Community and Failure to meet Strategic Goals. 30 Bottom Line:
Funding Strategic
Initiatives
Presented by:
Barbara Whitehorn
31 Staff Recommendations - Quality of Life
Staff recommends consideration and approval of the following:
Turf- Friendly Mini- Loader w/Power Washer One Time $ 170, 000 CD Biohazard Cleanup Agreement Ongoing $ 250, 000 CD
Weed Abatement & Brush Clearing Agreement Ongoing $ 150, 000 CD Hazard Pay at $ 200/ week for 2 crews FY 23/ 24 $ 93, 600 SR FY 23/ 24 based on 9/ 1/ 23 effective date
Ongoing Full- Year Cost: $ 124, 800
City- wide Security Contract Ongoing $ 1,256, 000 SR
Already Budgeted: $ 924, 500
Bottom Line
Expanding the City’s Quality of Life tools and services improves the City’s appearance, cleanliness, safety, and attractiveness for its residents, businesses, and the development community.
32 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 1, 349, 600 $ 1, 380, 800
CC) Capital
Contingency $ 0 $ 0
CD) Cultural
Development $ 570, 000 $ 400, 000
Total $ 1, 919, 600 $ 1, 780, 800
FSI) Future
Strategic
Initiatives
4, 081, 386
1,919, 600
Staff Recommendations - Quality of Life
Staff recommends prioritizing the following as part of the budget process Quality of Life Police Department Team Ongoing $ 1,575, 486 FSI Park Ranger Program Ongoing $ 505, 900 FSI
Homelessness Services Sustainability Ongoing $ 2,000, 000 FSI Beginning FY 2026/ 27
Staff recommends for Council to provide direction on the following:
Additional rules for restrictions around sensitive uses/ areas An ordinance prohibiting the storage of personal property in public areas Bottom Line
Expanding the City’s Quality of Life tools and services improves the City’s appearance, cleanliness, safety, and attractiveness for its residents, businesses, and the development community.
33 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 1, 349, 600 $ 1, 380, 800
CC) Capital
Contingency $ 0 $ 0
CD) Cultural
Development $ 570, 000 $ 400, 000
Total $ 1, 919, 600 $ 1, 780, 800
FSI) Future
Strategic
Initiatives
4, 081, 386
4,081, 386
Staff Recommendations – One Stop Shop
Staff recommends consideration and approval of the following:
Design and Construction One Time $ 400, 000 CC
Already Budgeted: $ 400, 000
Ombudsperson Salary & Benefits FY 23/ 24 $ 69, 061 SR Ongoing Full- Year Estimate: $ 138, 122
Bilingual Senior Customer Service Rep. FY 23/ 24 $ 47, 994 SR Ongoing Full- Year Estimate: $ 95, 987
Note: FY 23/24 staff costs are based on 6 months of employment ( 1/1/24 start date) Bottom Line
Establishing the One- Stop Shop reduces wait times, improves the plan check process, and enhances the customer experience, making the City’s permitting process friendlier to developers, businesses, and residents alike.
34 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 117, 055 $ 234, 109
CC) Capital
Contingency $ 400, 000 $ 0
CD) Cultural
Development $ 0 $ 0
Total $ 517, 055 $ 234, 109
FSI) Future
Strategic
Initiatives
0 517, 055
Staff Recommendations – Infrastructure
Staff recommends consideration and approval of the following:
City Hall Engineering and Space Study One Time $ 300, 000 CC Bridge Management Master Plan One Time $ 500, 000 CC
ADA Master Plan, Phase I One Time $ 500, 000 CC
Staff recommends prioritizing the following as part of the budget process ADA Master Plan, Future Phases One Time $ 1,500, 000 FSI Storm Drain Master Plan One Time $ 1,000, 000 FSI
Facility / Building Management Plan One Time $ 1,000, 000 FSI Bottom Line
Establishing Master Plans enables the City to wholistically evaluate its infrastructure needs, allowing for proactive improvements in the prioritization, development, and delivery of capital projects.
35 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 0 $ 0
CC) Capital
Contingency $ 1, 300, 000 $ 0
CD) Cultural
Development $ 0 $ 0
Total $ 1, 300, 000 $ 0
FSI) Future
Strategic
Initiatives
3, 500, 000
1,300, 000
3,500, 000
Staff Recommendations – Legislative Affairs
Staff recommends consideration and approval of the following:
Federal Advocacy Contract Ongoing $ 125, 000 SR
State Advocacy Contract Ongoing $ 125, 000 SR
Legislative & Governmental Affairs Manager FY 23/ 24 $ 86, 937 SR Ongoing Full- Year Estimate: $ 173, 873
Note: FY 23/24 staff costs are based on 6 months of employment ( 1/1/24 start date) Staff recommends for Council to provide direction on the following:
Identifying a list of potential projects for upcoming state and federal funding cycles.
Updating the Legislative Platform to expand the homelessness platform and include Animal Services, funding equities, fentanyl and other illegal drugs, and tribal sovereignty.
Bottom Line
Establishing a Legislative Affairs position and approving advocacy contracts improves the City’s ability to secure state and federal funding and ensures that the Mayor and Council has full visibility over impactful legislation.
36 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 336, 937 $ 423, 873
CC) Capital
Contingency $ 0 $ 0
CD) Cultural
Development $ 0 $ 0
Total $ 336, 937 $ 423, 873
FSI) Future
Strategic
Initiatives
0 336, 937
Staff Recommendations – Economic Development
Staff recommends Council provide direction on the following:
Investment Playbook/ Nerve Center Operator
Investment Playbook Fiscal Agent
Evaluate the Feasibility of Economic Development Initiatives Implementing a Downtown Economic Impact Study
Property and Business Improvement District Formation
Pedestrian Activation at Court Street
Special Event Programming
Revolving Loan Program
Retaining a brokerage firm to market city- owned properties Establishing a Downtown University Campus
Implementing an Economic Development Action Plan
Expanding Chamber and Association Partnerships
Rebranding
Bottom Line
Establishing operational plans and roadmaps that include community and stakeholder partnerships will allow the City to implement a new Economic Development Plan for the revitalization of Downtown.
37 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve
None at
this time
None at
this time
CC) Capital
Contingency
None at
this time
None at
this time
CD) Cultural
Development
None at
this time
None at
this time
Total None at
this time
None at
this time
FSI) Future
Strategic
Initiatives
0 Staff Recommendations – Strategic Staffing
Staff recommends consideration and approval of the following:
Economic Development Department Staffing
Director of Economic Development FY 23/ 24 $ 140, 188 SR Ongoing Full- Year Estimate: $ 280, 376
Three Economic Development Managers FY 23/ 24 $ 279, 327 SR Ongoing Full- Year Estimate: $ 558, 654
Administrative Assistant FY 23/ 24 $ 40, 275 SR
Ongoing Full- Year Estimate: $ 80, 549
Note: FY 23/24 staff costs are based on 6 months of employment ( 1/1/24 start date) Bottom Line
Providing a greater focus and commitment to Economic Development by establishing and staffing the Economic Development Department accelerates Downtown revitalization efforts and allows the City to attract new businesses with greater marketing and outreach initiatives, retain existing business with better services, and establish special event programs, leading to long- term revenue growth and economic prosperity. 38 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 459, 790 $ 919, 579
CC) Capital
Contingency $ 0 $ 0
CD) Cultural
Development $ 0 $ 0
Econ Dev
Subtotal $ 459, 790 $ 919, 579
FSI) Future
Strategic
Initiatives
0 459, 790
Staff Recommendations – Strategic Staffing
Staff recommends consideration and approval of the following:
Animal Services Staffing
Deputy Director of Animal Services FY 23/ 24 $ 102, 001 SR Ongoing Full- Year Estimate: $ 204, 001
Registered Veterinary Technician FY 23/ 24 $ 40, 630 SR Ongoing Full- Year Estimate: $ 81, 259
Veterinary Assistant FY 23/ 24 $ 33, 277 SR
Ongoing Full- Year Estimate: $ 66, 554
Note: FY 23/24 staff costs are based on 6 months of employment ( 1/1/24 start date) Bottom Line
Enhancing the veterinary staff and leadership of Animal Services improves the department’ s service levels, provides for better care and well- being of animals, and enables the department to bring forward more programs and initiatives for the benefit of the City.
39 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 175, 908 $ 351, 814
CC) Capital
Contingency $ 0 $ 0
CD) Cultural
Development $ 0 $ 0
Animal Services
Subtotal $ 175, 908 $ 351, 814
FSI) Future
Strategic
Initiatives
0 175, 908
Staff Recommendations – Strategic Staffing
Staff recommends consideration and approval of the following:
City Manager’ s Office Staffing
Assistant City Manager FY 23/ 24 $ 148, 588 SR
Ongoing Full- Year Estimate: $ 297, 175
Note: FY 23/24 staff costs are based on 6 months of employment ( 1/1/24 start date) Bottom Line
Strengthening the structure, capacity, and span of control of the City Manager’ s Office enables the City to accelerate the implementation of Council’s strategic goals and priorities, as well as providing improved focus and direction on enhancing City- wide operations, high- priority projects, and resolving highly sensitive matters. 40 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 148, 588 $ 297, 175
CC) Capital
Contingency $ 0 $ 0
CD) Cultural
Development $ 0 $ 0
City Manager Ofc
Subtotal $ 148, 588 $ 297, 175
FSI) Future
Strategic
Initiatives
0 148, 588
Staff Recommendations – Strategic Staffing
Staff recommends consideration and approval of the following:
Housing and Homelessness Staffing
Housing Division Manager FY 23/ 24 $ 93, 511 SR
Ongoing Full- Year Estimate: $ 187, 022
Principal Accountant FY 23/ 24 $ 73, 534 SR
Ongoing Full- Year Estimate: $ 147, 067
Management Analyst II FY 23/ 24 $ 59, 974 SR
Ongoing Full- Year Estimate: $ 119, 948
Note: FY 23/24 staff costs are based on 6 months of employment ( 1/1/24 start date) Bottom Line
Improving the Housing Division’ s project planning, management, and oversight capacity leads to increases in the City’s housing inventory and allow for more rigorous monitoring and compliance practices.
41 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 227, 019 $ 454, 037
CC) Capital
Contingency $ 0 $ 0
CD) Cultural
Development $ 0 $ 0
Housing
Subtotal $ 227, 019 $ 454, 037
FSI) Future
Strategic
Initiatives
0 227, 019
Staff Recommendations – Strategic Staffing
Staff recommends consideration and approval of the following:
Parks, Recreation and Community Services Staffing
Deputy Director of Parks FY 23/ 24 $ 102, 001 SR
Ongoing Full- Year Estimate: $ 204, 001
Note: FY 23/24 staff costs are based on 6 months of employment ( 1/1/24 start date) Bottom Line
Enhancing Park’s leadership structure improves oversight over the department’ s operating budget, grant programs, and CIP projects, allowing for new and expanded efforts in revitalizing the City’s parks and programs.
42 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 102, 001 $ 204, 001
CC) Capital
Contingency $ 0 $ 0
CD) Cultural
Development $ 0 $ 0
Parks
Subtotal $ 102, 001 $ 204, 001
FSI) Future
Strategic
Initiatives
0 102, 001
Staff Recommendations – Strategic Staffing
Staff recommends consideration and approval of the following:
Planning Division Staffing
The City Planner ( Reclassification) FY 23/ 24 ($ 51, 758) SR Ongoing Full- Year Estimate: ($ 103, 516)
Senior Planner FY 23/ 24 $ 73, 221 SR
Ongoing Full- Year Estimate: $ 146, 441
Associate Planner FY 23/ 24 $ 63, 412 SR
Ongoing Full- Year Estimate: $ 126, 823
Planning Aide FY 23/ 24 $ 49, 913 SR
Ongoing Full- Year Estimate: $ 99, 826
Administrative Assistant FY 23/ 24 $ 40, 275 SR
Ongoing Full- Year Estimate: $ 80, 549
Note: FY 23/24 staff costs are based on 6 months of employment ( 1/1/24 start date) Bottom Line
Expanding the Planning Division improves the City’s responsiveness to developers and reduces the review times for projects, making the City more friendly and attractive for economic development.
43 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 175, 063 $ 350, 123
CC) Capital
Contingency $ 0 $ 0
CD) Cultural
Development $ 0 $ 0
Planning
Subtotal $ 175, 063 $ 350, 123
FSI) Future
Strategic
Initiatives
0 175, 063
Staff Recommendations – Strategic Staffing
Staff recommends consideration and approval of the following:
Public Works Staffing
Three Engineering Project Managers FY 23/ 24 $ 257, 420 SR Ongoing Full- Year Estimate: $ 514, 839
Land Developer Engineer FY 23/ 24 $ 85, 807 SR
Ongoing Full- Year Estimate: $ 171, 613
Note: FY 23/24 staff costs are based on 6 months of employment ( 1/1/24 start date) Staff recommends for Council to provide direction on the following:
Retitling the Departments
Retitling the Agency Directors
Bottom Line
Working towards a more robust Engineering staffing structure improves CIP project management capacity, reduces the CIP project workload from 47 projects per manager to 24 ( which is closer to the industry average of 7- 10 projects per manager), and accelerates CIP project delivery, allowing the City to better meet the needs of the community. 44 FUNDING
SOURCE FY 23/ 24 ONGOING
SR) Strategic
Reserve $ 343, 227 $ 686, 452
CC) Capital
Contingency $ 0 $ 0
CD) Cultural
Development $ 0 $ 0
Public Works
Subtotal $ 343, 227 $ 686, 452
FSI) Future
Strategic
Initiatives
0 343, 227
4,081, 386$1,780, 800$1,919, 600
Costing Overview
45 FY 2023/ 24 Ongoing Costs Future
Considerations
Quality of Life
One Stop Shop
Infrastructure
Legislative Affairs
Economic
Development
Strategic Staffing
0$234, 109$517, 055
3,500, 000$0$1,300, 000
0$423, 873$336, 937
0$0$0
0$3,263, 181$1,631, 596
7,581, 386$5,701, 963$5,705, 188
St
r
a
t
e
g
i
c
R
e
s
e
r
v
e
On
g
o
i
n
g
C
o
s
t
s Strategic
Reserve:
3,539, 363
Total Proposed
FY 2023/ 24):
3,435, 188
Remaining
FY 2023/ 24):
104, 175
Est. Ongoing
future years):
5,301, 963 Ca
p
i
t
a
l
R
e
s
e
r
v
e
On
e
Ti
m
e
C
o
s
t
s Capital
Reserve:
6,000, 000
Total Proposed
FY 2023/ 24):
1,700, 000
Remaining
FY 2023/ 24):
4,300, 000
Est. Ongoing
future years):
N/A (one- time)
Cu
l
t
u
r
a
l
D
e
v
e
l
o
p
m
e
n
t
Cultural Dev.
Fund Balance:
4,374, 552
Total Proposed
FY 2023/ 24):
570, 000
Remaining
FY 2023/ 24):
3,804, 552
Est. Ongoing
future years):
400, 000
Summary of Funding Sources
46 Staff Recommendation
1. Adopt Resolution 2023- 144:
a. Amending the FY 2023/ 24 Operating Budget totaling $ 5,705, 188 with:
3,435, 188 in General Fund Strategic Reserve total appropriations 1,700, 000 in General Fund Capital Contingency Reserve total appropriations 570, 000 in Cultural Development Fund total appropriations b. Approving the creation of the Economic Development Department c. Directing staff to prepare and bring back a revised City salary schedule to include new positions
2. Approve the Proposed Strategic Initiatives for Future Years to be considered as part of the FY 2024/ 25 & FY 2025/ 26 Biennial Budget process and prioritize the Strategic Initiatives for funding
3. Direct staff to bring back Strategic Initiatives requiring further Council review and approval 47 City Manager’s
Closing Remarks
Charles McNeely
48 Questions?
49